Security and Personnel Chapter 11

Security Function Within an Organizations Structure

The security function can be placed within the:
IT function Physical security function Administrative services function Insurance and risk management function Legal department

The challenge is to design a structure that balances the competing needs of the communities of interest Organizations compromise to balance needs of enforcement with needs for education, training, awareness, and customer service
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Staffing the Security Function

Selecting personnel is based on many criteria, including supply and demand Many professionals enter the security market by gaining skills, experience, and credentials At the present time the information security industry is in a period of high demand

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Qualifications and Requirements

Issues in information security hiring:
Management should learn more about position requirements and qualifications Upper management should also learn more about the budgetary needs of the infosec function Management needs to learn more about the level of influence and prestige the information security function should be given in order to be effective

Organizations typically look for a technically qualified information security generalist In the information security discipline, overspecialization is often a risk and it is important to balance technical skills with general information security knowledge
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Hiring Criteria
When hiring infosec professionals, organizations frequently look for individuals who understand:
How an organization operates at all levels Information security is usually a management problem and is seldom an exclusively technical problem People and have strong communications and writing skills The roles of policy and education and training The threats and attacks facing an organization How to protect the organization from attacks How business solutions can be applied to solve specific information security problems Many of the most common mainstream IT technologies as generalists The terminology of IT and information security
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Entry into the Security Profession

Many information security professionals enter the field through one of two career paths:
ex-law enforcement and military personnel technical professionals working on security applications and processes

Today, students are selecting and tailoring degree programs to prepare for work in security Organizations can foster greater professionalism in the information security discipline through clearly defined expectations and position descriptions
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Information Security Positions

The use of standard job descriptions can increase the degree of professionalism in the information security field as well as improve the consistency of roles and responsibilities between organizations Organizations that are revising the roles and responsibilities of InfoSec staff can consult references

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Figure 11-2

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InfoSec Staffing Help Wanted

Definers provide the policies, guidelines, and standards Builders are the real techies, who create and install security solutions Operators run and administer the security tools, perform security monitoring, and continuously improve processes

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Chief Information Security Officer

The top information security position in the organization, not usually an executive and frequently reports to the Chief Information Officer The CISO performs the following functions:
Manages the overall InfoSec program Drafts or approves information security policies Works with the CIO on strategic plans, develops tactical plans, and works with security managers on operational plans Develops InfoSec budgets based on funding Sets priorities for InfoSec projects & technology Makes decisions in recruiting, hiring, and firing of security staff Acts as the spokesperson for the security team

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Chief Information Security Officer

Qualifications and position requirements Often a CISSP A graduate degree Experience as a security manager

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Security Manager
Accountable for the day-to-day operation of the information security program Accomplishes objectives as identified by the CISO Qualifications and position requirements:
It is not uncommon to have a CISSP Traditionally, managers earned the CISSP while technical professionals earned the Global Information Assurance Certification Must have the ability to draft middle- and lower-level policies as well as standards and guidelines They must have experience in budgeting, project management, and hiring and firing They must also be able to manage technicians, both in the assignment of tasks and the monitoring of activities
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Security Technician
Technically qualified individuals tasked to configure security hardware and software Tend to be specialized, focusing on one major security technology and further specializing in one software or hardware solution Qualifications and position requirements:
Organizations prefer the expert, certified, proficient technician Job descriptions cover some level of experience with a particular hardware and software package Sometimes familiarity with a technology secures an applicant an interview; however, experience in using the technology is usually required
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Internal Security Consultant

Typically an expert in some aspect of information security Usually preferable to involve a formal security services company, it is not unusual to find a qualified individual consultant Must be highly proficient in the managerial aspects of security Information security consultants usually enter the field after working as experts in the discipline and often have experience as a security manager or CISO
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Credentials of Information Security Professionals

Many organizations seek recognizable certifications Most existing certifications are relatively new Certifications:
CISSP and SSCP Global Information Assurance Certification Security Certified Professional T.I.C.S.A. and T.I.C.S.E. Security+ Certified Information Systems Auditor Certified Information Systems Forensics Investigator
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Cost of Being Certified

Certifications cost money, and the better certifications can be quite expensive - cost for training can also be significant Even an experienced professional finds it difficult to sit for one of these exams without some preparation

Many candidates teach themselves through trade press books others prefer the structure of formal training
Before attempting a certification exam, do your homework and review the exam criteria, its purpose and requirements in order to ensure that the time and energy spent pursuing the certification are well spent
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Figure 11-3

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Advice for Information Security Professionals

As a future information security professional, you can benefit from suggestions on entering the information security job market:
Always remember: business first, technology last Its all about the information Be heard and not seen Know more than you say, be more skillful than you let on Speak to users, not at them Your education is never complete

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Employment Policies and Practices

The general management community of interest should integrate solid information security concepts into the organizations employment policies and practices If the organization can include security as a documented part of every employees job description, then perhaps information security will be taken more seriously

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Hiring and Termination Issues

From an information security perspective, the hiring of employees is a responsibility laden with potential security pitfalls The CISO and information security manager should establish a dialogue with the Human Resources department to provide an information security viewpoint for hiring personnel

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Figure 11-4

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Job Descriptions
Inserting information security perspectives into the hiring process begins with reviewing and updating all job descriptions To prevent people from applying for positions based solely on access to sensitive information, the organization should avoid revealing access privileges to prospective employees when advertising positions
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Interviews
An opening within Information Security opens up a unique opportunity for the security manager to educate HR on the certifications, experience, and qualifications of a good candidate Information security should advise HR to limit information provided to the candidate on the responsibilities and access rights the new hire would have For those organizations that include on-site visits as part of interviews, it is important to use caution when showing a candidate around the facility
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Background Checks
A background check is an investigation into a candidates past There are regulations that govern such investigations Background checks differ in the level of detail and depth with which the candidate is examined:
Identity checks Education and credential checks Previous employment verification References checks Workers Compensation history Motor vehicle records Drug history Credit history Civil court history Criminal court history
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Fair Credit Reporting Act

Federal regulations exist in the use of personal information in employment practices, including the Fair Credit Reporting Act (FCRA) Background reports contain information on a job candidates credit history, employment history, and other personal data FCRA prohibits employers from obtaining these reports unless the candidate is informed
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Employment Contracts
Once a candidate has accepted the job offer, the employment contract becomes an important security instrument Many security policies require an employee to agree in writing
If an existing employee refuses to sign these contracts, the security personnel are placed in a difficult situation

New employees, however may find policies classified as employment contingent upon agreement, whereby the employee is not offered the position unless he/she agrees to the binding organizational policies
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New Hire Orientation

As new employees are introduced into the organizations culture and workflow, they should receive an extensive information security briefing on all major policies, procedures, and requirements for information security The levels of authorized access are outlined, and training provided on the secure use of information systems By the time employees are ready to report to their positions, they should be thoroughly briefed, and ready to perform their duties securely
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On-the-Job Security Training

As part of the new hires ongoing job orientation, and as part of every employees security responsibilities, the organization should conduct periodic security awareness training Keeping security at the forefront of employees minds and minimizing employee mistakes is an important part of the information security awareness mission Formal external and informal internal seminars also increase the level of security awareness for all employees, especially security employees
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Performance Evaluation
To heighten information security awareness and change workplace behavior, organizations should incorporate information security components into employee performance evaluations Employees pay close attention to job performance evaluations, and if the evaluations include information security tasks, employees are more motivated to perform these tasks at a satisfactory level
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Termination
When an employee leaves an organization, there are a number of security-related issues The key is protection of all information to which the employee had access When an employee leaves, several tasks must be performed:
Access to the organizations systems disabled Removable media returned Hard drives secured File cabinet locks changed Office door lock changed Keycard access revoked Personal effects removed from the organizations premises

Once cleared, they should be escorted from the premises In addition many organizations use an exit interview
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Hostile Departure
Hostile departure (nonvoluntary)- termination, downsizing, lay off, or quitting:
Before the employee is aware all logical and keycard access is terminated As soon as the employee reports for work, he is escorted into his supervisors office Upon receiving notice, he is escorted to his area, and allowed to collect personal belongings Employee asked to surrender all keys, keycards, and other company property They are then escorted out of the building

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Friendly Departure
Friendly departure (voluntary) for retirement, promotion, or relocation:
employee may have tendered notice well in advance of the actual departure date actually makes it more difficult for security to maintain positive control over the employees access and information usage employee access is usually allowed to continue with a new expiration date employees come and go at will and collect their own belongings, and leave on their own They are asked to drop off all organizational property on their way out the door
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Termination
In all circumstance, the offices and information used by the employee must be inventoried, their files stored or destroyed, and all property returned to organizational stores It is possible that the employees foresee departure well in advance, and begin collecting organizational information or anything that could be valuable in their future employment Only by scrutinizing systems logs after the employee has departed, and sorting out authorized actions from systems misuse or information theft can the organization determine if there has been a breach of policy or a loss of information In the event that information is illegally copied or stolen, the action should be declared an incident and the appropriate policy followed
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Security Considerations For Nonemployees

A number of individuals who are not subject to rigorous screening, contractual obligations, and eventual secured termination often have access to sensitive organizational information Relationships with individuals in this category should be carefully managed to prevent a possible information leak or theft

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Temporary Employees
Temporary employees are hired by the organization to serve in a temporary position or to supplement the existing workforce As they are not employed by the host organization, they are often not subject to the contractual obligations or general policies and if these individuals breach a policy or cause a problem actions are limited From a security standpoint, access to information for these individuals should be limited to that necessary to perform their duties Ensure that the temps supervisor restricts the information to which they have access
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Contract Employees
Contract employees are typically hired to perform specific services for the organization The host company often makes a contract with a parent organization rather than with an individual for a particular task In a secure facility, all contract employees are escorted from room to room, as well as into and out of the facility There is also the need for certain restrictions or requirements to be negotiated into the contract agreements when they are activated
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Consultants
Consultants should be handled like contract employees, with special requirements for information or facility access requirements integrated into the contract before these individual are allowed outside the conference room Security and technology consultants especially must be prescreened, escorted, and subjected to nondisclosure agreements to protect the organization Just because you pay a security consultant, doesnt make the protection of your information his or her number one priority
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Business Partners
Businesses find themselves in strategic alliances with other organizations, desiring to exchange information, integrate systems, or simply to discuss operations for mutual advantage There must be a meticulous, deliberate process of determining what information is to be exchanged, in what format, and to whom Nondisclosure agreements and the level of security of both systems must be examined before any physical integration takes place, as system connection means that the vulnerability of one system is the vulnerability of all
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Separation of Duties and Collusion

The completion of a significant task that involves sensitive information should require two people using the check and balance method to avoid collusion A similar concept is that of two-man control, when two individuals review and approve each others work before the task is categorized as finished Another control used is job rotation where employees know each others job skills A mandatory vacation, of at least one week, provides the ability to audit the work Need-to-know and least privilege ensures that no unnecessary access to data occurs, and that only those individuals who must access the data do so
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Figure 11-6

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Privacy and the Security of Personnel Data

Organizations are required by law to protect employee information that is sensitive or personal This includes employee addresses, phone numbers, social security numbers, medical conditions, and even names and addresses of family and relatives This responsibility also extends to customers, patients, and business relationships
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